Principals of the Corporate Cockpit Revolution

1.      Corporate cockpit tools and technologies are a natural monopoly in three lucrative markets – corporate computing (knowledge management and corporate processes automation), management consulting and management education

2.      These three markets will ultimately merge into a single lucrative market – for comprehensive quantum leap and kaizen solutions

3.      Therefore, the owner of corporate cockpit methodology tools, technologies and products will become a natural monopoly (and thus a dominant force) in this very lucrative market

4.      To become such a dominant force, however (which will require making the corporate cockpit revolution happen), the company in question must possess and extraordinary muscle in sales, marketing and software development – as well as an extensive network of partners (systems integrators) that will form the backbone of the new strategic management consulting industry

5.      There are only two such companies in existence today – Oracle and Microsoft – and no third company is going to ‘join this club’ in the foreseeable future. Only these two companies have the motive, means and opportunity to become the principals, the leaders, the spearheads of the corporate cockpit revolution

6.      Each of these companies has one more – and very powerful incentive to start this revolution, lead it and to bring it to a successful completion – the unified market for comprehensive quantum leap and kaizen solutions will generate enough cash flows to make either of these software giants #1 in market capitalization in the world

7.      Microsoft is much bigger in terms of sales, profits, cash flows, market cap, etc. and already has an experience of becoming a natural monopoly (in operating systems and office software products); however, Oracle (unlike Microsoft) can offer truly comprehensive solutions (which include hardware systems as well)

8.      Therefore, at this time one can not say for sure which company will become this natural monopoly and the dominant force; we only know that one of them surely will

9.      As I have mentioned before, neither Microsoft nor Oracle would even try to develop basic methodology, tools and products for this revolution internally; instead, either of them will acquire (in an M&A transaction) the company that has developed these methodology, tools and products; and then will integrate them into their products and services (or develop new products based on these technologies)